Careers
Owner-manager of a small or medium company
Running a company means deciding every week with incomplete information: invest or wait, hire or wait, take a contract or leave it. This qualification structures those decisions and gives the owner-manager the instruments that inform them.
Deciding, week after week
The owner-manager constantly arbitrates between needs that are all legitimate: a productive investment, an expected hire, cash to preserve. They hold a commercial course, an organisation that runs without them and a solid banking relationship. The qualification structures those three strands into concrete instruments — an explicit business model, a short dashboard, a twelve-week cash plan — so that decisions rest on maintained figures rather than on intuition.
- State an explicit business model and test it against reality
- Keep a short dashboard and a rolling cash plan
- Build an organisation that runs when the owner is away
- Negotiate funding and present a solid banking file
The situations this qualification supports
Taking over a family business
A successful handover means formalising what rested on one person: accounts, procedures, key relationships.
Moving up a scale
Crossing the twenty-employee threshold calls for a different organisation, delegation and steering.
Starting out after a career
An experienced manager starting a company brings the trade; the qualification brings management and funding.
The programme in four measures
These measures come from the very document filed with the ministry, and they check out. An employer funding training asks for hours first; an equivalence office asks for credits first; a candidate asks for duration first. All three readings find their answer here, expressed in the same unit across the catalogue.
- qualification level
- 7
- months of programme
- 9
- taught hours
- 700 h
- credits
- 70
- competency blocks
- 5
Expert and executive
Led by an instructor.
1 credit = 25 h of work, 10 of them taught.
Framework of the « SME Chief Executive » qualification, code TP67.
What each block makes you able to run
Each block is framed by what it makes possible in the field, not by the chapters it contains. That is what lets you hold the framework straight against a real job description: both speak in professional acts. The taught hours attached give the measure of the practice planned for each.
- 01
Strategy and business model
Diagnosis, positioning, model, growth, investment trade-offs — 190 taught hours.
- 02
Financial leadership
Reading and steering the accounts, cash, financing, banking relations, valuation — 190 taught hours.
- 03
Leading people and the organisation
Organisation, hiring, delegation, employee relations, culture — 170 taught hours.
- 04
Legal, tax and governance framework
Company forms, obligations, director liability, governance, succession — 100 taught hours.
- 05
Executive conduct
Deciding alone, owning it, surrounding the decision, preparing succession — 50 taught hours.
Preparing to run your own company
The programmes below build the skills this role mobilises. Each row shows what the institute commits to: duration, credits, taught hours and fees in Guinean francs, read straight from the catalogue. You compare on the same basis as the admissions office, with exactly the same figures.
| Programme | Duration | Credits | Taught hours | Fees |
|---|---|---|---|---|
| Entrepreneurship · Bachelor's degree | 18 months | 60 | 600 h | 4 400 000 GNF per year |
| Business Management programme — Bac+3 level · Bachelor's degree | 3 years | 180 | 1800 h | 4 800 000 GNF per year |
The questions we get about this occupation
Do I need to already have a company?
The qualification addresses those already running a business as much as those preparing a takeover or a start-up. The Bac+3 entrepreneurship programme is the most direct way in for anyone starting from a project rather than an existing company.
Can it be followed while running a business?
It is designed for that: nine months, a pace compatible with running a business, and assignments that bear on the participant's own company rather than on abstract cases. Each block produces a directly usable deliverable.
Which instruments do you leave with?
A formalised business model, a dashboard suited to the company's size, a rolling cash plan and a funding file presentable to a bank. Those are the four pieces the framework has you produce and defend.
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